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Chapter

each type of estimate, conceptual, preliminary, definitive, a n d o r detailed, should be accompanied by a corresponding execution plan and schedule to complement the scope of work. The level of aproject execution plandiscussedinthis book is basicallya master bar chart scheduleshowingthe required labor loading, indicating the contracting strategy and the expectedrate of progress. Eachproject has different requirements andunique problemswhich dictate differentapproaches. However, allexecutionplansmustbasically address and convey the following information: Preliminary Activities Schedule:
- Process design. - AFE estimate and approval. - Engineering contractor selection.

Procurement Schedule:
-

Purchase and delivery of equipment emphasizing long deliveryitems. Overall summary of engineering, broken dawn by principal design activities.

Engineering Schedule:
-

Subcontracting Strategy and Schedule:

- Most important subcontracts, indicatingtype of contract (lump sum/

reimbursable, unit price, competitive/negotiated). Loaded Construction Schedule:

- Overall summaryofconstruction

broken down by conventional field activities showing the spread ofthe estimated hours over the duration of each.

Total StafJing Curve. Construction Progress Curve. Conceptual and preliminary execution plans can certainly be covered in 20 or 22 activity lines and, therefore, can be documented on one page. Definitive (sometimes) and detailed (always) plans could require several dozen activity lines and several pages. However, for the benefit of management, they must be summarized on one page. The Project Manager mustuseingenuity to come up with a meaningful summary. Project execution planning is one of the most important responsibilities of the Project Manager in both large andsmall projects. In theearlystagesof all